Academic Managers or Leaders?

Developing a New Paradigm of Academic Leadership for University Organization

Research output: Contribution to journalArticle

Abstract

This paper examines the increasing uncertainty regarding academic leadership in Malaysian universities. Arguably, Malaysian universities' administrators, managers and leaders have grappled with profound internal and external changes that influenced they way they function. This paper highlights some of the notions of academic management and leadership that have contributed to their dysfunctional roles. Based on reviews and a critical examination of the roles and functions of universities, this paper presents an integrated and systematic conception of academic leadership identity and roles and their implication for leadership development. It further proposes a holistic model of academic leadership and management which brings together the strengths of leadership and management and explores their symbiotic relationship. The implications of the model for the university's organizational structure and for succession planning and career development are also addressed.

Original languageEnglish
Pages (from-to)71-84
Number of pages14
JournalInternational Journal of Knowledge, Culture and Change Management
Volume11
Issue number3
Publication statusPublished - 2012

Fingerprint

Paradigm
Managers
Uncertainty
Conception
Succession planning
Leadership development
Career development
Organizational structure
Integrated

Keywords

  • Academic Leadership
  • Academic Management
  • Organisational Structure
  • Succession Planning
  • Sustainability of Universities

ASJC Scopus subject areas

  • Strategy and Management

Cite this

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abstract = "This paper examines the increasing uncertainty regarding academic leadership in Malaysian universities. Arguably, Malaysian universities' administrators, managers and leaders have grappled with profound internal and external changes that influenced they way they function. This paper highlights some of the notions of academic management and leadership that have contributed to their dysfunctional roles. Based on reviews and a critical examination of the roles and functions of universities, this paper presents an integrated and systematic conception of academic leadership identity and roles and their implication for leadership development. It further proposes a holistic model of academic leadership and management which brings together the strengths of leadership and management and explores their symbiotic relationship. The implications of the model for the university's organizational structure and for succession planning and career development are also addressed.",
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